Reference no: EM132894764

END OF PART IV: CONTINUING CASE CARROT TOPS: MOTIVATING HIGH PERFORMANCE

Janet's team of courteous and knowledgeable drivers know their way around the city. Sometimes, however, she gets complaints from the drivers that the schedules and routes she assigns them lead them to drop off early or late or unable to deliver at all. Some have suggested she over-manages the drivers, that she should empower them to set their own routes and schedules. To make matters worse, another grocery store manager in the area announced in a press release that they have started home delivery. This is a relatively new store and, fortunately, Janet thought, although they offer organic food, it is of inferior quality. Nevertheless, one of the five drivers Janet supervises has quit and gone to work for the competition. He voiced his dissatisfaction with Janet's management methods to anyone who would listen and was not interested in working out any differences they had. He soon had all the drivers complaining, but not offering any solutions. Janet admits that the organization of the delivery system is ad hoc, understaffed, and could be improved, but she believes that her employees should nevertheless follow her directions. She is their boss, after all! Drawing on all segments of this case:

1. What type of team structure would you recommend Janet use with the drivers to encourage high performance?

2. Suggest a total rewards strategy for motivating the drivers.

3. Identify an example of groupthink.

4. How can MBO be applied to this case?

5. Is Janet a transformational or transactional leader? Why?